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Academy of Management Journal
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? Academy of Management Journal
1988, Vol. 31, No. 3, 599-627.
This research offers a new theory predicting the effects of three ex-
change variables, job satisfaction, investment size, and quality of
alternatives, on four general responses to dissatisfaction-exit, voice,
loyalty, and neglect. Three studies designed to test model predictions
received good support. High satisfaction and investment encouraged
voice and loyalty and discouraged exit and neglect. Satisfaction and
investment interacted, with variations in investment most strongly pro-
moting voice given high satisfaction. Better alternatives encouraged exit
and voice and discouraged loyalty. However, there was no link between
alternatives and neglect.
This research was supported in part by a Dunhill Foundation grant to the first two authors
from the American Society of Personnel Administrators. We are grateful to the Communication
Workers of America for their willingness to participate in study two, to Linda Gellert for her
assistance in carrying out study two, and to Martha Hyatt and Ramon Padilla for their help in
conducting study three. We thank two anonymous reviewers for their comments on an earlier
version of this manuscript.
599
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600 Academy of Management Journal September
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1988 Rusbult, Farrell, Rogers, and Mainous 601
dation" (1982: 124). Though scholars taking the third approach have pro-
posed some theories that move beyond simple unidimensional explanations
and some that explore multiple responses, most of the models are fairly
concrete, somewhat atheoretical, or lacking a broad set of known responses
to dissatisfaction such as error rates (Petty & Bruning, 1980), transfers (Todor
& Dalton, 1982), and grievance filing (Allen & Keaveny, 1985; Dalton &
Todor, 1982).
This research outlined and tested a new theory intended to serve as an
integrative model of responses to job dissatisfaction. The theory includes
multiple predictor variables and a comprehensive typology of the range of
available responses and aim's at a broad, abstract level of explanation. The
typology is based on Hirschman's (1970) discussion of responses to organiza-
tional decline and on Rusbult's model of responses to dissatisfaction in close
relationships (Rusbult, Zembrodt, & Gunn, 1982). The typology includes
four response categories: Exit refers to leaving an organization by quitting,
transferring, searching for a different job, or thinking about quitting. Voice
describes actively and constructively trying to improve conditions through
discussing problems with a supervisor or co-workers, taking action to solve
problems, suggesting solutions, seeking help from an outside agency like a
union, or whistle-blowing. Loyalty means passively but optimistically wait-
ing for conditions to improve-giving public and private support to the
organization, waiting and hoping for improvement, or practicing good
citizenship. Neglect refers to passively allowing conditions to deteriorate
through reduced interest or effort, chronic lateness or absences, using com-
pany time for personal business, or increased error rate.
The four categories relate to one another in a systematic fashion, as
demonstrated in Farrell's (1983) multidimensional scaling study. Exit, voice,
FIGURE 1
Exit, Voice, Loyalty, and Neglect Typology of Responses to Job Dissat
Active
EXIT VOICE
Destructive Constructive
NEGLECT LOYALTY
Passive
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602 Academy of Management Journal September
I Indeed, factor analysis of items from an instrument designed to measure exit, voice, loyalty,
and neglect responses-an instrument similar to those used in the present studies-revealed
excellent evidence for the proposed structure. The analysis revealed two primary factors, one
with positive loadings for loyalty items and negative loadings for exit items and a second with
positive loadings for voice items and negative loadings for neglect items (Farrell & Rusbult,
1986).
2 The assumptions underlying the model mirror those of interdependence theory. We as-
sumed that employees react in a sensible and reasonable manner to work situations, given their
dispositions and perceptions of situational contingencies. In reacting to a given situation, indi-
viduals consider both immediate and long-term consequences for themselves and for others
with whom they are interdependent. Such responses are often based on deliberate, thoughtful
decisions, though habitual response tendencies may develop in reaction to familiar situations.
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1988 Rusbult, Farrell, Rogers, and Mainous 603
used the critical predictors in the model to account for employee turnover
(Farrell & Rusbult, 1981; Rusbult & Farrell, 1983). We suggest that three
primary variables should affect the likelihood that an employee will engage
in each response-level of overall job satisfaction, or satisfaction prior to a
problem; magnitude of investment in a job; and quality of job alternatives.
We have defined the three predictors broadly and abstractly, and thus they
match the conceptual level of the exit, voice, loyalty, and neglect model.
First, in comparison to employees who were satisfied with a job before
the emergence of problems, employees with lower prior satisfaction should
be more likely to engage in destructive responses and less likely to engage in
constructive responses. As has been well documented elsewhere, the compo-
nents of job satisfaction include feelings regarding supervision, pay, and
co-worker relations ( Hulin & Smith, 1965; Locke, 1969). To the degree that
overall satisfaction is great, employees should evidence a strong tendency to
respond to specific work problems with voice or loyalty and should display
a weak tendency to react with exit or neglect.3 Employees who have been
generally satisfied with their jobs should feel strongly motivated to restore
good working conditions and may also feel optimistic about the possibilities
for improvement. Although previous research has not directly examined
level of prior satisfaction, there is some good indirect support for these
assertions: Low job satisfaction has been shown to be associated with strong
tendencies toward exit behaviors such as quitting (Cotton & Tuttle, 1986;
Dalessio, Silverman, & Schuck, 1986; Steel & Ovalle, 1984), transferring
(Campion & Mitchell, 1986; Todor, 1980), and intending to quit (Hom, Griffeth,
& Sellaro, 1984; Mowday, Koberg, & McArthur, 1984) and has also been
associated with tendencies toward neglectful behaviors such as lateness (Adler
& Golan, 1981; Farrell & Robb, 1980), increased error rate (Petty & Bruning,
1980), and absence (Gaudet, 1963; Muchinsky, 1977). High job satisfaction
appears to promote voice behaviors such as grievance filing (Allen & Keaveny,
1985; Dalton & Todor, 1982; Price, Dewire, Nowack, Schenkel, & Ronan,
1976) and making job suggestions (VanZelst & Kerr, 1953) and acts of loyalty
such as good citizenship behavior (Bateman & Organ, 1983; Smith, Organ, &
Near, 1983) and job commitment (Aranya, Kushnir, & Valency, 1986; Ferris
& Aranya, 1983). Thus,
Hypothesis 1: Employees with high levels of overall job
satisfaction and high prior satisfaction should be more
likely to engage in voice and loyalty and less likely to
3 It is useful to think of prior satisfaction, or overall satisfaction, as the ground against which
the figure of a current dissatisfying incident is evaluated. In the final analysis, it is probably the
relationship between level of overall satisfaction and level of current dissatisfaction that di-
rectly influences response mode. Thus, a more precise definition of current dissatisfaction and a
more precise prediction of response tendencies may ultimately result from a mathematical
combination of information about variables such as prior/general satisfaction, probability of
future satisfaction, severity of a specific work problem, and importance of a specific work
problem.
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604 Academy of Management Journal September
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1988 Rusbult, Farrell, Rogers, and Mainous 605
1981; Mowday et al., 1984; Price & Mueller, 1981; Schneider, 1976; Stumpf &
Hartman, 1984) and voice behaviors such as whistle-blowing (Miceli & Near,
1984), grievance filing (Fleishman & Harris, 1962; Muchinsky & Maassarani,
1980), and constructive social movements (Lammers, 1969; Zald & Berger,
1978). Employees with poor alternatives evidence high levels of loyal behav-
iors like job commitment (McLaughlin & Butler, 1974; Pfeffer & Lawler,
1980) and of neglectful responses like absenteeism and slow-down behav-
iors (Behrend, 1953; Crowther, 1957; Larson & Fukami, 1985; Owens, 1966;
Watson, 1981; Youngblood, 1984). Thus,
Hypothesis 3: Employees with high-quality alternatives
should be more likely to engage in exit and voice and less
likely to engage in loyalty and neglect than employees
with poor-quality alternatives.
STUDY ONE
Methods
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606 Academy of Management Journal September
4 That some categories may be more heterogeneous should not be surprising. For example,
the strength of the reliability coefficient for the exit category suggests that exit may be a largely
homogeneous category of response. It is likely that employees who say that they intend to quit
will also say that they have explored alternative jobs and have thought about quitting. In
contrast, the coefficient for the voice category is lower. Those who voice by discussing problems
with their supervisor will not necessarily engage in other forms of voice. Thus, variability in
size of reliability coefficients may reflect real differences in category complexity. Such differ-
ences do not undermine the usefulness of the proposed typology. Its usefulness lies in its ability
to identify categories wherein responses within a given category bear more conceptual and
empirical similarity to one another than to responses in other categories.
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1988 Rusbult, Farrell, Rogers, and Mainous 607
each set to be acceptably reliable and distinct from those designed to mea-
sure other response categories, so we formed a single averaged measure of
each construct.
Manipulation checks. The manipulation checks were subjected to a three-
factor analysis of variance. Subjects in the low-prior-satisfaction condition
reported lower satisfaction with their jobs than did those in the high-prior-
satisfaction condition (X = 4.31 and 8.27, respectively; F1,120 = 497.58, p <
.001).5 Low-investment participants reported lower investment size than did
their high-investment counterparts (x = 2.55 and 6.48, respectively; F1,120 =
264.49, p < .001). And participants in the poor-alternatives condition de-
scribed their alternatives more negatively than did those in the good-
alternatives condition (x = 1.86 and 7.86, respectively; F1,120 = 1,455.92, p <
.001). We examined interaction terms to assess the stability of our manipu-
lations. No sizable interaction effects were observed: the next largest F value
was 7.68, which is small in comparison to those listed above.
Testing model predictions. To test our predictions, a three-factor multi-
variate analysis of variance was performed on the exit, voice, loyalty, and
neglect measures. Table 2 presents both multivariate and univariate Fs for
each main effect. Consistent with predictions, the multivariate effect of prior
satisfaction was significant, with high satisfaction producing strong tenden-
cies toward voice and loyalty and weak tendencies toward exit and neglect.
The multivariate effect of the investment-size manipulation was marginally
significant: high investment size produced low levels of exit and high levels
of loyalty. The investment manipulation did not significantly affect voice or
neglect, however. The multivariate effect of the manipulation of quality of
alternatives was significant, with good alternatives encouraging high exit
and voice and discouraging loyalty. The quality-of-alternatives manipula-
tion did not significantly affect neglect responses.
TABLE 1
Reliability Coefficients for All Model Variables, Studies One, Two, and T
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608 Academy of Management Journal September
TABLE 2
Results of MANOVA, Study Onea
STUDY TWO
Methods
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1988 Rusbult, Farrell, Rogers, and Mainous 609
whom were men.6 The typical respondent was 40.9 years of age, had 12.5
years of schooling, and earned $23,200 per year.
Questionnaire. The questionnaire obtained measures of all model predic-
tors and criteria as well as demographic information. For each independent
variable-job satisfaction, investment size, and quality of alternatives-we
obtained both concrete and global measures. The concrete measures taught
respondents the meaning of the global items (Farrell & Rusbult, 1981; Rusbult
& Farrell, 1983). For example, it might be difficult to answer the question, "Are
there things uniquely associated with this job that you would lose if you
were to leave?" without a few concrete examples of investments that might be
lost such as nonvested retirement funds and specific job training. Most of the
concrete items had 3-point Likert-type scales, and all the global items had
5-point Likert scales. The exit, voice, loyalty, and neglect items were similar
to those employed in study one, altered to measure generalized response
tendencies rather than responses to a particular dissatisfying incident and to
be appropriate for actual employees (see Appendix B).
Results
6 Thus, our sample resembled national labor force averages in education and proportion of
men; members were slightly older and earned slightly higher salaries than the average.
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610 Academy of Management Journal September
investment size was associated with higher tendencies toward voice and
lower tendencies toward exit and neglect. And good alternatives encouraged
the exit and voice responses. No other regression coefficients were significant,
though the zero-order correlations were significant for the investment-loyalty
(r = .15) and alternatives-loyalty (r = -.12) relationships.
To determine whether the interactions observed in study one emerged in
study two, we performed a median split on the satisfaction measure and
calculated separate investment-voice correlations for the low- and high-
satisfaction groups. Consistent with study one's results, those analyses re-
vealed that the investment-voice relationship was greater for the high-
satisfaction group than for the low-satisfaction group, but this difference was
not statistically significant (r = .12 and .07, respectively; z = 1.11) (Cohen &
Cohen, 1975). Also consistent with study one, the investment-voice correla-
tion was significantly greater for men than for women (r = .21 and -.09,
respectively; z = 6.57). In study one we also found that the impact of quality
of alternatives on exit was strongest given low job satisfaction. No such
intensification effect emerged in study two. Quality of alternatives was as
TABLE 3
Means, Standard Deviations, and Zero-Order Correlations, Study Two
** p < .01
TABLE 4
Results of Multiple Regression Analyses, Study Two
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1988 Rusbult, Farrell, Rogers, and Mainous 611
STUDY THREE
Methods
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612 Academy of Management Journal September
Neglect: I've lost some enthusiasm for my work, but I'll continue
with my assigned job. If you looked around you'd probably see
that workers here are becoming unhappy and are losing their
motivation to work hard.
Results
7 Participants were asked to adopt this time perspective so that all available responses to job
dissatisfaction would in fact be viable options. For example, it makes sense to speak of tenden-
cies toward increased absenteeism or lateness when speaking of a month on a real job, whereas
such responses are not logical possibilities within the context of a two-hour laboratory
experiment.
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1988 Rusbult, Farrell, Rogers, and Mainous 613
tiveness across sets (average r = .00; range = -.28-.25); the average correla-
tion between items from opposing categories was -.12, and the average
correlation between items from adjacent categories was .06 (average r within
categories = .50). Since our measures appeared to be acceptably reliable
within categories and distinct across categories, we calculated a single aver-
aged measure of each construct.
Manipulation checks. Four-factor analyses of variance with three
between-subjects factors (satisfaction, investments, alternatives) and one
within-subjects factor (session 1, 2, or 3) were performed on the manipula-
tion checks to assess the effectiveness of each experimental manipulation. In
comparison to subjects in the low-prior-satisfaction condition, those in the
high-prior-satisfaction condition reported significantly greater satisfac-
tion with their assigned task (x = 2.54 and 4.68, respectively; F1,209 = 207.28,
p < .001). Subjects in the low-investment condition reported that they had
significantly less invested in their assigned task than did those in the high-
investment condition (x = 3.71 and 5.58, respectively; F1,209 = 237.63, p <
.001). Subjects in the low-quality-of-alternatives condition viewed their alter-
native task as less attractive than did those in the high-alternatives condition
(x = 2.75 and 5.19, respectively; F1,209 = 226.58, p < .001). In addition, over the
course of the three work sessions there was a marginally significant decline in
satisfaction with working conditions (x = 3.84, 4.15, and 4.23, respectively;
F1,209 = 2.68, p < .071). Thus, participants appear to have experienced our
manipulations as intended; each of the manipulations created the intended
conditions.8
Testing model predictions: Self-report measures. A four-factor analysis
of variance on the self-report measures revealed significant multivariate ef-
fects of all four independent variables (see Table 5). Consistent with
predictions, high job satisfaction promoted voice and loyalty and inhibited
exit. The manipulation of investment size significantly affected only the
neglect measure. High-quality alternatives promoted exit and voice but did
not significantly affect the passive loyalty or neglect responses. And over
time, declining working conditions produced increases in exit, voice, and
neglect, and reductions in loyal behavior.
As did studies one and two, study three revealed a significant interaction
between job satisfaction and investment size, with high investment promot-
ing voice more strongly under conditions of high satisfaction. No other inter-
actions were statistically significant in the four-factor analyses. A five-factor
8 Further analyses of the manipulation-check data revealed that the effects discussed herein
were robust, holding not only for the averaged manipulation checks but also for the individual
manipulation check items that were combined to form the averaged measure. The effect on the
manipulation checks of the independent variable, decline in satisfaction, may have been only
marginally significant because this set of items was somewhat more heterogeneous than were
the other sets of manipulation check items (see Appendix C). Indeed, the reliability coefficient
for this set of items was only .20. However, this independent variable significantly influenced
all four measures of response to dissatisfaction, suggesting that the manipulation was probably
appropriately powerful.
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614 Academy of Management Journal September
TABLE 5
Results of MANOVA, Study Threea
Self-report measures
High job satisfaction 2.96 4.10 4.12 2.46
Low job satisfaction 4.08 3.78 3.83 2.39
F 19.59** 4.25* 5.68* 0.24 6.26**
High investment size 3.68 3.91 3.91 2.27
Low investment size 3.41 3.98 4.04 2.58
F 0.75 0.38 2.05 4.87* 2.35*
High-quality alternatives 4.18 4.08 3.96 2.43
Low-quality alternatives 2.86 3.81 3.99 2.42
F 29.85** 3.07** 0.05 0.00 7.54**
Low decline in satisfaction 3.08 3.58 4.35 2.10
Moderate decline in satisfaction 3.58 3.90 3.95 2.47
High decline in satisfaction 3.91 4.35 3.62 2.72
F 4.90** 8.90** 8.59** 6.54** 3.94**
Behavioral measures
High job satisfaction 9 14 8 9
Low job satisfaction 15 9 5 11 1.83*
High investment size 11 13 9 7
Low investment size 13 10 4 13 1.83*
High-quality alternatives 16 11 6 7
Low-quality alternatives 8 12 7 13 1.62 *
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1988 Rusbult, Farrell, Rogers, and Mainous 615
DISCUSSION
TABLE 6
Meta-Analysis of Results: Studies One, Two, and Threea
a Values are z-scores from a meta-analysis. For each study, z's were
for each main effect; study two, univariate F for each regression coefficient; study three,
[(univariate F for each main effect, self-report measures) + (z for individual contrasts, behavioral
measures)]/2.
*p< .05, one-tailed test.
**p< .01, one-tailed test.
***p< .001, one-tailed test.
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616 Academy of Management Journal September
encouraged high levels of the active exit and voice responses and inhibited
loyalty, although this effect was somewhat inconsistently observed. However,
there was very little evidence of a link between quality of alternatives and
tendencies toward neglect.
Although the simple effects of satisfaction and investment on voice were
weak, in all three studies investment interacted with satisfaction in influenc-
ing voice. High investment size most strongly promoted voice given high
satisfaction. It may be that voice is regarded as a difficult and costly action,
and that workers engage in voice only when their motivation to improve
conditions is especially strong. Also, in studies one and two this interaction
was most pronounced for women: Men behaved as predicted, exhibiting a
higher tendency to engage in voice as a function of high investment and
satisfaction; women voiced when conditions were most supportive of voice
(given high investment and high satisfaction) or when they had nothing to
lose (given low investment and low satisfaction). This finding is consistent
with work on responses to decline in close relationships, where it has been
found that women voice in a wider range of settings than do men (Rusbult,
Johnson, & Morrow, 1986). In fact, study three's finding that men engage in
higher levels of neglect than do women may in some sense be the mirror
image of this result, given that voice and neglect are conceptual opposites.
The prediction that received the weakest support was that concerning
the impact of quality of alternatives on neglect. Support for this prediction
came from previous absence research, which suggested that neglect may be a
substitute for exit, especially when market conditions prevent employees'
quitting (Porter & Steers, 1973; Rosse & Miller, 1984). This line of reasoning
is intuitively compelling, but in light of the present findings we propose the
use of a broadened definition of alternatives, one that takes into consider-
ation not just market conditions but all alternative activities that place restric
tions on or provide alternatives to a current employment situation. It may
also be that quality of alternatives asserts asymmetrical effects. Perhaps hav
ing good alternatives encourages an individual to do something; good alterna-
tives may provide the motivation and power to "shape up or ship out."
However, the reverse may not necessarily be true-people with poor-quality
alternatives are not necessarily driven toward greater and greater passivity.
Study three revealed that over the course of an unfolding period of
dissatisfaction, employees showed increased intentions to engage in exit,
voice, and neglect and evidenced reduced loyalty. This finding suggests that
there may be interesting temporal aspects of responding to job dissatisfaction.
It is possible that there are natural progressions in response mode, such that
loyalty is more probable as an initial response than it is following another
reaction, like voice. Indeed, this may be particularly true if dissatisfaction
persists or conditions decline further. It is also possible that loyalty and the
other responses are mutually exclusive, so that engaging in exit or voice or
neglect implies that an individual is not likely to be engaging in loyalty.
However, such a speculation is clearly tentative at present and remains to be
explored in future work.
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1988 Rusbult, Farrell, Rogers, and Mainous 617
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618 Academy of Management Journal September
noteworthy that the present model identifies multiple dimensions that differ-
entiate among the various responses to decline and emphasizes the diversity
of factors that enter into the prediction of response tendencies. This ap-
proach suggests that although progression theories (Beehr & Gupta, 1978)
may capture some important features of response patterns, the various reac-
tions to job dissatisfaction do not simply unroll in increasing intensity.
Instead, critical features of an employee's unique employment situation are
clearly important influences on the four types of response. Second, in the
current model employees' attempts to change their organization are viewed
as constructive responses to dissatisfaction, as recuperative mechanisms,
and (at least in part) as attempts to protect investments made over the course
of employment. Responses such as grievance filing have previously been
accounted for primarily by reference to employee dissatisfaction and the
presence of unions (Dalton & Todor, 1982). Third, the present approach
views employees as sensible, somewhat thoughtful, and frequently planful;
individuals are characterized as active controllers of events and outcomes in
a work setting, responding in predictable ways to current situational factor
In contrast, in some models there has been greater emphasis on irrational
cognitions, emotions, or unconscious conditioning. For example, Mowday,
Porter, and Steers (1982) emphasized the power of affective forces in predict-
ing employees' efforts to change work situations, and proponents of adapta-
tion models (Rosse & Hulin, 1985; Rosse & Miller, 1984) have assumed that
conditioning, role models, and social norms are important influences on
responses.
CONCLUSIONS
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1988 Rusbult, Farrell, Rogers, and Mainous 619
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APPENDIX A
Please attempt to place yourself in the position of X, the major character in the following
essay. Try to imagine that person's feelings and attitudes as vividly as you can, considering
what it would be like to be in that situation. You may need to read the essay a couple of
times before you are completely familiar with the details of the situation. Then complete the
attached questionnaire, indicating how you would react if you were in that situation.
Imagine that you are X. You are working for a good company that pays you a high salary,
and your job involves work that you find to be really enjoyable. Thus, you've felt extremely
satisfied with your job. You've held this position for a relatively long period of time; you've
worked there for two years. Thus, you've invested a lot of time and energy in your job.
Recently you were offered a job by another company that you find to be very attractive-the
pay is good and you believe your work would be very challenging and satisfying.
Activities at the office where you work had been proceeding smoothly, but in the past week a
problem developed. One day this week your immediate supervisor assigned you a report to
complete, told you that the project was your primary responsibility, and said you could
organize the sections of the report in whatever way you felt was best. Later in the day the
office manager (your supervisor's supervisor) stopped by your desk, picked up and read
your work, and gave you a long list of instructions regarding how to change your work,
including changing the organization of your report. You didn't feel that the office manager's
advice was very good, but worried about whether you should do what the manager
suggested or complete the report the way you had originally planned. You felt torn between
the two courses of action, and felt unhappy about the problem with which you were faced.
Remember, you've worked for this company for a long period of time, you find your job to
be extremely satisfying, and you've recently been offered an alternative job that is very
attractive to you. How is X going to react to the situation? Answer the following questions
as you would if you were X. Record a response for each item using the following scale:
Definitely 1 2 3 4 5 6 7 8 9 Definitely
Would Not React Would React
In This Way In This Way
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624 Academy of Management Journal September
Questionnaire Itemsb
a Italicized portions of essays are the sections that differed across conditions. There were
eight versions of the essay, representing a full 2 x 2 x 2 factorial design.
b All items for manipulation checks were 9-point bipolar scales. The items for exit, voic
loyalty, and neglect were anchored with 1 = definitely would not react in this way, 9 = definite
would react in this way; these items were randomly ordered.
APPENDIX B
The demographic information items measured age, gender, race, marital status, highest year
of schooling completed, job title, and personal income.
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1988 Rusbult, Farrell, Rogers, and Mainous 625
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626 Academy of Management Journal September
APPENDIX C
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1988 Rusbult, Farrell, Rogers, and Mainous 627
a All items were 7-point bipolar scales, with 1 = not all and 7 = completely or 1 = definitely
would not react in this way, 7 = definitely would react in this way. On the response-to-job-
dissatisfaction self-report items, subjects were asked to assume that their experience during the
previous session represented experiences during a one-month period. The exit, voice, loyalty,
and neglect items were randomly ordered.
Caryl Rusbult received her Ph.D. degree in psychology from the University of North
Carolina at Chapel Hill. She was an associate professor at the University of Kentucky
until 1986, at which time she returned to the Department of Psychology at the Uni-
versity of North Carolina at Chapel Hill as an associate professor. In addition to her
research on retention behaviors, her research interests include commitment in close
relationsips and employee compensation.
Dan Farrell received his Ph.D degree in organizational sociology from the University of
Iowa. He is currently an associate professor of management at Western Michigan
University. In addition to his research on retention behaviors, his interests include
political behavior in organizations, especially whistle-blowing.
Glen Rogers received his Ph.D. degree in psychology from the University of Kentucky.
He is currently a research associate in the Office of Research and Evaluation at Alverno
College in Milwaukee, Wisconsin.
Arch Mainous is currently a Ph.D. candidate in the Department of Sociology at the
University of Texas at Austin.
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